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Table 7. Summary of moderation analysis results
Model Path β t Sig. R (full model)
2
1 MOC x AIBDA → EP 0.2134 5.4520 0.000 0.3610

2 CRMC x AIBDA → EP 0.0724 1.8224 0.0694 0.2226
3 BMC x AIBDA → EP 0.1128 2.9694 0.0032 0.2350
4 NPDC x AIBDA → EP 0.0356 1.0356 0.3012 0.2641
Source: Compiled from SPSS 26 outputs
Figure 2 illustrates the potent moderating effect of AIBDA on the research model.
The interaction plots reveal that the MOC–EP relationship strengthens significantly as
AIBDA levels rise; the slope becomes notably steeper at higher levels of technology
integration. Specifically, at low AIBDA, EP increases by only 0.201 points as MOC rises,
whereas at medium and high AIBDA levels, these gains escalate to 0.528 and 0.855 points,
respectively. This confirms that AIBDA’s real-time data processing capabilities—analyzing
competitors, digital platforms, and market trends—allow firms to more effectively
convert market orientation into superior export outcomes.
Similarly, AIBDA positively moderates the BMC–EP relationship, albeit with a less
pronounced effect than MOC. While BMC lacks a significant direct impact on performance,
high AIBDA levels facilitate a 0.504-point increase in EP, compared to a marginal 0.117 at
low levels. By monitoring brand sentiment and personalizing communications, AIBDA
empowers SMEs to transform branding efforts into tangible export results (Wang et al.,
2021; Chen et al., 2023).

Figure 2. The moderating effect of AIBDA on the relationship between MOC/BMC and
EP
Source: Reproduced from SPSS26 Analysis Data
Conversely, AIBDA’s moderation was not significant for CRMC and NPDC, likely
because these capabilities rely more on internal relational and operational resources than
on external data processing. CRMC in Vietnamese exporting SMEs remains rooted in
trust-based human interaction and long-term cooperation, which data analytics cannot
easily replace. Likewise, NPDC is primarily driven by internal R&D, technical expertise, and
financial resources. Since many Vietnamese SMEs currently utilize AIBDA for market
monitoring rather than product design or prototyping, the technology fails to significantly
amplify internal innovation or relational resources.

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